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论文编号：	6748
作者编号：	2120122911
上传时间：	2014/12/5 17:08:16
中文题目：	H集团内部服务支持部门人单合一管理创新研究
英文题目：	Research on Individual-Goal Combination Management Innovation of Internal Support Service Department in H Group
指导老师：	任兵
中文关键字：	人单合一双赢模式;内部服务支持;组织变革;绩效
英文关键字：	Win-Win based on Individual-Goal Combination model;Internal support service;Organizational change;Performance
中文摘要：	互联网时代，企业经营环境瞬息万变，同时顾客需求呈现“多元化”、“个性化”和“碎片化”的特征。如何快速开展管理创新成为企业面临的主要挑战。同时互联网时代商业典范的转移是极为快速的。一个被广为歌颂的成功故事，在不知觉间即可能成为过去式。因此，对现代的企业而言，“永续生存”这个使命变得更为艰难，而具有前瞻性的公司，无不努力追求使企业更具适应力的方法。H集团公司即是其中的先行者。H集团公司的几次管理创新变革，均可称为企业再造的范例，而最近一次“人单合一双赢模式”的管理创新改革，更是具有颠覆性与预见性的重大转变。 H集团于2007年正式启动了名为“人单合一双赢模式”的管理创新改革，经过7年时间，改革仍在持续。在H集团推进“人单合一双赢模式”的过程中，取得了不少业界瞩目的成就。但同时也遭遇了很多困难和挑战，存在很多问题。H集团“人单合一双赢模式”探索的是对内充分发挥内部每个员工的主观能动性，让每个员工都成为自己的CEO。对外以用户需求为中心，不断满足用户需求；最终实现与顾客和员工的共创共赢。H集团的管理创新是全员全过程的。 X部门作为H集团内部的服务支持型职能部门，因其自身的特性，其业务范围能够涉及到整个集团的各个层面，其自身“人单合一双赢模式”下的管理创新具有普遍的代表意义，能够反映出H集团“人单合一双赢模式”管理创新的现状效果。因此，本论文的研究目的是以X部门为例分析其在H集团 “人单合一双赢模式”下的管理创新现状，研究在“人单合一双赢模式”管理创新过程中，H集团内部的服务支持部门存在什么问题？通过本论文的分析诊断，为H集团“人单合一双赢模式”的不断关差升级、持续优化提供管理启示，为当前推进管理创新的众多企业提供借鉴和参考。本文具体将通过文献研究的方法及实证研究分析方法，重点以内部服务支持X部门为例，对其在“人单合一双赢模式”管理创新实践过程中存在的不足与挑战进行分析研究。论文共六章，第一章对研究的目的和意义进行阐释并构建了论文的框架。第二章对管理创新理论及文献、内部服务支持的相关理论展开介绍。第三章对H集团人单合一双赢模式进行展示，包括背景和目的、实践探索、可持续发展问题、效果检验的展示；第四章以X部门为例，从顾客价值、自主经营体、日清体系三方面展示其在“人单合一双赢模式”下的管理创新过程，并通过设计的管理创新分析逻辑，分析出存在的问题，得出结论。第五章对X部门在“人单合一双赢模式”下的人单酬管理创新进行展示及比较分析，并对绩效进行数据分析，分析出存在的问题，得出结论。第六章结论与讨论，包括论文研究的管理启示，研究的不足及对未来的展望。
英文摘要：	In the internet age, the business environment varies from minute to minute, at the same time the customer demand appears "diversification", "individual" and "fragmentation" feature. How to innovate the management has become a major challenge faced by the enterprises. At the same time, the Internet management innovation transition is very fast. A widely successful story of praise may become a thing of the past imperceptibly. Therefore, for modern enterprises, the mission "survival forever" is more difficult. But the forward-looking companies are pursuing a method diligently which can make enterprises more adaptable. H group is the forerunner of them. The past management innovation evolutions of H group can be called “Enterprise Reengineering” paradigm. And the "Win-Win based Individual-Goal Combination" management Innovation in the recent time, is the most subversive and foresighted shift. The management innovation coined "Win-Win based Individual-Goal Combination" in H group was officially launched in 2007, After 7 years later, the reform is still continuing. It has made a lot of remarkable achievements when making the "Win-Win based Individual-Goal Combination". But it also has encountered a lot of difficulties and challenges at the same time. H group is exploring how to give full play to every internal staff's initiative, and how to make every internal staff be the CEO themselves in the "Win-Win based Individual-Goal Combination". Centering on the user needs, H group continues to meet customers’ needs; in order to create a win-win situation of customers and employees. H group innovates the management process as a whole. The X department is the internal service support function department in H group. Because of its characteristics, its business scope involves the each aspect of the entire group . The practices of the “Win-Win based on Individual-Goal Combination” are generally representative. It can reflect the status of the “Win-Win based on Individual-Goal Combination” in H group. Therefore, the purpose of this thesis is to show the X department practicing process of the “Win-Win based on Individual-Goal Combination”. And the analysis and diagnosis is: What problems exist in the practicing process of the “Win-Win based on Individual-Goal Combination”? As the “Win-Win based on Individual-Goal Combination” continuously upgrading and continuously providing optimization, the thesis hopes to generate management implications for the H group. It also hopes to provide reference for enterprises, which promote similar management innovations. The thesis uses the research methods of literature study and empirical analysis, focuses on the X department , to find the problems and challenges, which have existed in the "Win-Win based on Individual-Goal Combination" practice process. The thesis constitutes six chapters in total. The first chapter is the purpose and significance of the thesis and frame construction. The second chapter start to introduce the "Management Innovation" theory and the development process, the theory and the related literature of internal service support. The third chapter shows the "Win-Win based on Individual-Goal Combination" of H group, including the background and purpose, practice, the problem of sustainable development, and verification. The fourth chapter takes the example of X department, from the Customer value, Independent management organization, Nissin system the three dimensions to demonstrate its "Win-Win based on Individual-Goal Combination", and analyze the existing problems through logical analysis of management innovation in design. The fifth chapter describes and compares the X department practice in the "Win-Win based on Individual-Goal Combination", and provides a performance analysis. The sixth chapter is the conclusion and discussion, centering on the managerial implications of the research findings, the deficiency of the research and the prospect for future research.
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